Research on Pro-Environmental Pressure in Workplace Accepted by Premier Journal

Recently, a paper co-authored by Dr Dan Yang from Strategic Management and Organisation of International Business School Suzhou (IBSS) at Xi’an Jiaotong-Liverpool University (XJTLU) has been accepted for publication in the prestigious Tier 1* journal, Human Resource Management (FT50; ABDC-A*; ABS-4). Titled “To Be or Not to Be Green? The Double-Edged Sword of Pro-Environmental Pressure in the Workplace,” the research delves deep into the complex relationship between environmental sustainability efforts and employee responses.

As organizations worldwide increasingly prioritize environmental sustainability, many have initiated programmes to encourage pro-environmental behavior (PEB) among their employees. While these initiatives aim to cultivate a greener workforce, Dr Yang and his co-authors’ study reveals the often-overlooked double-edged nature of the pro-environmental pressure that employees experience – the sense of being compelled to adopt environmentally conscious behaviors on the job.

Drawing on the transactional theory of stress, the research team explores how employees’ reactions to this pressure vary based on their stress mindset. Essentially, whether an employee views pressure as a challenge or a threat significantly shapes their behavior. The study’s findings are both illuminating and practical.

It was discovered that pro-environmental pressure can yield both positive and negative outcomes. Employees with a stress-is-enhancing mindset tend to perceive such pressure as an opportunity for personal and professional growth and innovation. This “challenge appraisal” spurs them to actively engage in PEB and contribute “constructive green voice” – that is, offer practical suggestions for enhancing their organization’s environmental practices. For example, they might pioneer new recycling programmes or propose energy-saving measures that can have a tangible impact.

Conversely, employees with a stress-is-debilitating mindset frequently find pro-environmental pressure overwhelming and unjust. This “threat appraisal” leads them to adopt emotional coping mechanisms, such as disengaging from PEB initiatives or voicing their dissatisfaction through complaints, which the researchers term “destructive green voice.”

The paper further emphasizes that the consequences of pro-environmental pressure are not one-size-fits-all but hinge on individual perceptions and organizational factors. In industries with substantial environmental footprints, like pharmaceuticals, employees often face heightened pressure due to strict government regulations and internal green policies. However, whether this pressure catalyzes innovation or breeds resentment depends critically on how employees understand and manage it.

In light of these insights, the research offers several actionable recommendations for managers:

1. Avoid Excessive Pressure: While the pursuit of sustainability is crucial, managers must be cautious not to overstep with coercive measures to enforce green behavior. Such an approach can backfire, as employees may view the pressure as an undue burden, resulting in disengagement or outright resistance. Striking a balance between promoting PEB and setting realistic expectations is key.
2. Promote a Positive Stress Mindset: The study underlines the importance of nurturing a stress-is-enhancing mindset among employees. This can be accomplished through targeted training programs that help employees reframe challenges as opportunities. For instance, stress-management workshops or interventions like the metacognitive mindset approach can reshape how employees perceive workplace demands, especially those related to sustainability.
3. Tailor Environmental Initiatives: Recognizing the diversity in employees’ capacities and attitudes towards pro-environmental pressure is essential. Customized strategies, such as involving employees in the design of green policies or providing flexibility in meeting environmental goals, can mitigate the perception of threat and enhance buy-in.
4. Leverage Constructive Green Voice: Organizations should establish platforms where employees feel secure in sharing ideas for improving sustainability. This could encompass suggestion boxes, dedicated meetings, or employee-led green committees. By doing so, not only can organizational practices be refined, but employees also feel empowered, strengthening their commitment to sustainability goals.
5. Monitor for Negative Reactions: Managers need to be vigilant in detecting signs of employee fatigue or dissatisfaction stemming from pro-environmental initiatives. Regular surveys or open feedback channels can serve as early warning systems, enabling timely identification and resolution of concerns before they escalate into more damaging behaviors.

This research represents a significant milestone in understanding how pro-environmental pressure impacts employees and provides a roadmap for organizations to effectively manage it. By comprehending and addressing individual differences in stress mindset and perception, companies can unlock the positive potential of pro-environmental pressure while minimizing associated risks. As the world continues to grapple with environmental challenges, these findings offer a timely and practical guide for creating more sustainable and harmonious workplaces.

Dan Yang (PhD, The Chinese University of Hong Kong) is an assistant professor at the International Business School Suzhou, Xi’an Jiaotong-Liverpool University. His research mainly focuses on workplace sustainability and inclusivity. His primary areas of exploration encompass two key domains: employee pro-environmental behavior and the experiences of employees with disabilities. His research has been published in Human Resource Management and Journal of Environmental Psychology.

Human Resource Management Journal (CABS/AJG 4*) is a globally orientated HRM journal that promotes the understanding of human resource management to academics and practicing managers. The journal provides an international forum for discussion and debate, and stress the critical importance of people management to wider economic, political and social concerns. Endorsed by the Chartered Institute of Personnel and Development, HRMJ is essential reading for everyone involved in personnel management, training, industrial relations, employment and human resource management. It is FT50,    ABDC-A*; ABS-4 Journal.